Twenty training professionals in different occupational groups rated eight steps in the training process from development to execution to evaluation. Accountability proved to be a key factor in training success, while needs assessment is usually not well executed. (SK)

Reports the results of survey conducted among private employers and personnel managers in Birmingham, Alabama. (MB)

This first article in a series on a three-part process for the evaluation of training programs covers the "focus" phase, in which the evaluator establishes the extent and objectives of the evaluation. The following are included: Dramatization of a training program evaluation, the flow chart of the entire process, and a description of the…

The author describes the implementation of a training program at her manufacturing-based company. She covers such program tasks as recruiting trainers, preparing new employee orientation programs, recruiting participants, and providing communication training. (CH)

To employ scarce personnel and money to best advantage, company management must diagnose critical training needs and assign them priorities. A systems approach is recommended, which gives focus to training design while accommodating most organization training goals. Included are suggestions for system design, facility management, and cost…

Discusses the strengths and limitations of television as a training device for business and industry. Notes that the effectiveness of television depends upon factors such as how closely the program content is related to specific training objectives, the characteristics of the trainees, and how well the instructor integrates the television…

Results of a survey of 50 organizations having a progressive attitude toward training indicated that a number of organizations had "career development" programs which included skill training as well as the perspective and knowledge needed to progress on the career ladder. (SC)

Describes the development of a training program for salespeople (trainees and managers) called Dimensional Sales Training (DST). It is noted that DST is designed to increase sales, build skills, and improve performance, while providing a systematic process of collecting data for measuring program effectiveness. (EM)

This last article in a series on a process for the evaluation of training programs covers the "implementation" phase. The article presents a dramatization of the decisions and actions involved in evaluating a supervisory training program, with a flow chart for the entire evaluation process and several rating figures. (MF)

Describes a method to elicit data about the results of a personnel training program so that quality improvements can be made by having trainees' supervisors evaluate the training impact on the job. Also describes cases in different organizations where this approach was used to determine program weaknesses and strengths. (MF)

Describes a program in which industrial supervisors attended training sessions to improve their report writing skills. Training methods were based on case studies and included role plays and simulations. Suggestions for improving the program are included. (CT)